Information about large IT suppliers

News You Can Use: 3/30/2016

Design for the Supply Chain Pt 5: Understandable

I think it’s obvious to all of us that supply chains are continuing to become more and more complex. This is due in part to the ever changing number of nodes/links in the supply chain as companies become more global. That in turn impacts processes (internal and external), interactions with suppliers and customers, focus on metrics and risk analysis, etc. The volume of data necessary to manage these interactions from end-to-end is staggering. We generally create all kinds of reports and applications to sit on top of databases, ERP systems, and spreadsheets to capture the data. The challenge though is not so much how to capture the data but how to get our arms around it in a meaningful way. The goal is to help the supply chain professional understand the situation quicker so they can make better decisions.

Alignment plagues the functional organization with large gaps between operations and commercial teams. Closing this gap is paramount to start the journey for supply chain excellence. As long as we hire consultants that advocate harvesting the “low-hanging fruit” in operations and driving growth in commercial teams, we perpetuate the gap. Instead, we must build operational competency cross-functionally with a focus on market sensing, shaping and customer satisfaction. The supply chain needs to be redefined outside-in with a focus on the customer. Pitting operations and commercial teams against each other is detrimental to driving business results.

Four Things To Do When Your Team Is Smarter Than You
I would think any manager would WANT this…

PRESENT OBJECTIVES, NOT STRATEGIES
Throughout his 21-year career, Siegel has managed teams that were filled with smart people. Recently, he managed a computer engineering team from Israel who were working to complete high-level systems architecture programming for ZipRecruiter. “Many had come out of the Israeli military and were beyond elite,” he says. “They had been writing code to save lives. They were the best of the best—off-the-charts smart.”

Instead of being intimidated, Siegel tapped into their motivation and changed the way he delivered his tasks. “I would start each project with the mission,” he says. “I would say, ‘This is the goal. This is the strategy. This is what success looks like.’”

Not every company has the scale Dropbox operates at. And most companies would not see a huge benefit from customizing infrastructure to tailor it to their specific needs, Gupta says. Dropbox’s journey took two and a half years and required investments in personnel to figure out how infrastructure should be customized and other workers to manage their data centers.

That people would value autonomy over influence jives with self-determination theory, a psychological theory that suggests autonomy is one of humans’ basic psychological needs, along with relatedness and competence. Influence is not aneed under this theory. Another study suggests that while striving for power lowers people’s well-being, once they have power, they really are happier, because they feel more authentic—the power makes them feel like the circumstances of their lives are more in line with who they feel they are inside. That may be because the power gives them the freedom to make their own decisions, and their sense of well-being grows when they do what they want.

In San Francisco, under our Startup In Residence program, we’re experimenting with how to remove the friction associated with RFPs for both government staff and startups. For government staff, that means publishing an RFP in days, not months. For startups, it means responding to an RFP in hours not weeks.

So what did we learn from our experience with the airport? We combined 17 RFPs into one; utilized general “challenge statements” in place of highly detailed project specifications; leveraged modern technology; and created a simple guide to navigating the process.